In this paper we focus on the collaboration and alignment between the Sales and Operations teams in organizations. Although
the potential benefits of collaboration and alignment between sales and operations are significant, such initiatives often meet
with resistance because they place an extra burden on individuals to go beyond their normal comfort levels. Drawing on a
burgeoning stream of academic literature that is focusing on sales and marketing, integration, we propose and empirically test
a model of sales-operation collaboration and alignment. Basing ourselves on a survey that was conducted across three
continents, we find that organizations that place emphasis on sales-operation collaboration by streamlining organizational
structures and processes are more likely to have aligned sales-operation teams that demonstrate higher levels of conflict
resolution while contributing to the organizational performance. Some limitations of the study along with some future
research suggestions are made
